Why do so many governing bodies allow their organisations to embark on high risk projects without insisting on a robust, independent assurance function? Pat Weaver addresses what assurance should do.
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Standard deviation is an abstract concept derived from observation rather than calculation or experimentation. Can project managers use it to support unique projects? asks Pat Weaver.
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There are always some potentially damaging project risks that are currently unknown to us and therefore impossible to add to the Risk Register. Michael Baron gives us four strategies to deal with them.
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Practical ethics suggests that to counteract the forces for poor ethical standards there needs to be a stronger force for high ethical standards. Pat Weaver fights a slow-burning issue in the building industry.
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Most people’s first reaction to the idea that a risk can have 100% probability is to disagree. After all ‘uncertainty’ is a key part of the definition of risk, and 100% probability means ‘certain’. Risk Doctor David Hillson argues otherwise.
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We do our best to prevent incidents from occurring, but that can’t be our only preparation. Hannah Dickins suggests six ways to improve your incident management process.
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The term ‘box-ticking’ is always used in this negative way, as a bad thing to be avoided. But perhaps ticking boxes could be useful if we do it differently for risk, suggests Risk Doctor David Hillson.
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Statistics drive decisions in every walk of life, including project management, but they give an illusion of certainty where there is none. Pat Weaver explains why we can’t rely on them wholly.
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Why can’t managing risk be more like assembling a piece of IKEA furniture? Risk Doctor David Hillson puts forth the case for user-friendly risk processes and procedures.
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What should a good risk management process cover? Any project manager undertaking a risky or important venture should ask themselves these eight simple questions, advises Risk Doctor David Hillson.
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